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Reimagining leadership in sport management: lessons from the social construction of leadership
journal contribution
posted on 2018-03-01, 00:00 authored by Jonathan Billsberry, J Mueller, J Skinner, Steve SwansonSteve Swanson, B Corbett, Lesley FerkinsConventional approaches to leadership in sport management regard leadership as a leader-centric phenomenon. Recent advances in the generic leadership literature have highlighted the way that people construct their own understanding of leadership and shown that these influence their assessment and responses to people they regard as leaders. This observer-centric perspective is collectively known as the social construction of leadership. In this conceptual paper, we demonstrate how this emerging theoretical approach can reframe and invigorate our understanding of leadership in sport management. We explore the research implications of this new approach, reflect on what this might mean for teaching, and discuss the practical ramifications for leadership in sport management that might flow from the adoption of this approach.
History
Journal
Journal of sport managementVolume
32Issue
2Pagination
170 - 182Publisher
Human kineticsLocation
Champaign, Ill.Publisher DOI
ISSN
0888-4773Language
engPublication classification
C1 Refereed article in a scholarly journal; C Journal articleCopyright notice
2018, Human KineticsUsage metrics
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No categories selectedKeywords
Leadershipmanagementsocial constructionimplicit leadership theorysport managementsport leadership managementSocial SciencesScience & TechnologyLife Sciences & BiomedicineHospitality, Leisure, Sport & TourismSport SciencesSocial Sciences - Other TopicsBusiness & Economicsfollowershipobserver-centric leadershipsport business managementthreshold conceptIMPLICIT LEADERSHIPTRANSACTIONAL LEADERSHIPORGANIZATIONAL CULTUREPERFORMANCE LEADERSHIPSERVANT LEADERSHIPATTRIBUTION THEORYJOB-SATISFACTIONPERSONALITYPERSPECTIVES
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